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14
hrmonline.com.au
MANE
ATTRACTION
If anyone knows what makes for a sustainable
business, it's the long-standing HR team at Lion.
BY AMANDA WOODARD
BOB BARBOUR, PEOPLE AND CULTURE DIRECTOR AT LION, HAS
either hired or promoted every single person in the senior management team.
Barbour, who joined the Australian food and beverage giant 24 years ago, is
entitled to think he knows them all pretty well. And his longevity at Lion gives
him a unique perspective on how the HR role has developed over time -- and the
increasing relevance it has in the success of the business.
Alongside Barbour, is Jane Hill, Insight, Strategy and Talent director who,
after 12 years with the company, also has a deep understanding of what makes
Lion roar.
Research and analysis are fundamental to the way HR works these days. But a
point of difference at Lion, they say, is the way Hill's department acts like a market
research team for HR, looking inside the business, breaking down the data and
teasing out the insights -- whether that's from the twice-yearly engagement surveys
or the culture survey, conducted every other year.
"We also look outside to see what's going on in the world, the latest trends on
positive organisation in the workplace, for example," says Hill. "It lifts our heads
up and makes us think about the bigger picture and the longer term, and how it
connects into our own business strategy."
How then do you take these findings "upstairs" and convince the CEO and the
board that HR initiatives are worth funding?
"We are lucky to have had CEOs who are very accessible and one common
trait they've shared is a love of learning," says Hill.
"We will have regular conversations, telling them: 'This is what we're noticing;
Photography:Studio Commercial
"TOO OFTEN COMPANIES FALL INTO THE
TRAP OF BELIEVING THEIR OWN STRATEGY;
WHAT THEY THINK IS RIGHT VERSUS REALLY
BEING OPEN TO NEW IDEAS."
BOB BARBOUR, PEOPLE & CULTURE DIRECTOR, LION